A sample of slides from an end-of-project presentation of findings

1. Agenda Sample of an end-of-project presentation Project Background & Scope Recommendations ! MyCall’s goal: Competitively re-tender for Tadem plc’s business - Reduce MyCall Ltd’s charge to Tadem plc but maintain profit margin - Increase efficiency and improve territory coverage

2. Project Background Customer: MyCall Limited Customer industry: Field sales outsource company Role Analysed: Regional Sales Manager – Market 1 (5 FTE*) Regional Sales Manager – Market 2 (7 FTE*) Nature of Role: To manage a regionally-based team of Sales Executives selling to either Market 1 or to Market 2 Fully Loaded Cost : Circa €75,000 per RSM FTE Customer’s client: Tadem plc (utilities company) * FTE: Full time employees in the role RSM

3. Project Scope To be delivered Implement an up to date software model for MyCall Ltd to use in independent of Staff Balance Perform a Time Driven Activity Based Costing (TD ABC) Analysis of one role (Regional Sales Manager) Make operational efficiency recommendations based on analysis

4. Key Recommendation Realign Responsibilities Key Business Insights Software => Create a Generic Regional Sales Manager Role (not Market specific) What would that role look like?

6. Poor Performer Exit Management

7. Absent Performer Management

8. Pipeline, Leads, Sales

9. Meetings, reports, admin

10. Recruitment

11. Retention

12. Existing performer enhancement

13. New performer InductionTravel

14. Key Recommendation Administration - Remove / Reduce Quality Management Asset Management Breakage Management Key Business Insights Software Expenses & Commission Management Complaint Management Tactical Data Management Travel

15. All Recommendations Understanding the Savings Priority 3 2 4 5 1 6

16. All Recommendations Understanding the Savings Most Savings / Efficiencies to be made in Market 1 Team Key Business Insights Software PDAs are at end of life No access to information to encourage sales ownership – CRM and email Administration support least centralised with little outsourced to other departments High level of ‘nuisance’ activity e.g. low level complaint handling

17. All Recommendations Understanding the Savings Change Initiatives Grouped – Savings Summary ! Actual cost savings will be circa 1/3 as activities will be moved to a lower salary band, not eliminated entirely For the purposes of this project, that transferred cost was not calculated

18. Contact: belinda.brummer@staffbalance.ie Staff Balance Ltd., National College of Ireland Innovation Centre; Mayor Street, IFSC; Dublin 1, Ireland. www.staffbalance.ie